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Abstract : Customer satisfaction is a main factor important to Islamic banking in its effort to improve service
quality. Customers expect the Bank Syariah Wilayah Jakarta Timur to have good service quality, yet customers
perceived that it does not meet their expectations, which in turn resulted in their dissatisfaction. This can be
assessed from the gap between customers perceptions and expectations. The dimension of reliability forms the
widest gap. The mapping of perception value and customers expectation for the SERVQUAL dimension
identifies that the making of the ATM card gets the highest priority for further improvement. The customer
service system in the process of making a named ATM card for Bank Syariah savings is actually still centralized
in the Area II Card head office of Bank Syariah in Jakarta. During January to September 2013, 73% of the
delays were later than its standard time (five work days). Improvements in the quality of customer service
system in the customer service unit was designed with the SERVQUAL method and Six Sigma which is a holistic
approach to problem solving and process improvement through the stages of DMAIC (define, measure, analyze,
improve and control). During the Improve stage is designed an improvement action on the customer service
system in dealing with the need for the making of a named ATM card by replacing the centralized system in the
Area II Card head office of Bank Syariah with the decentralized system at the branch office.
Keywords- SERVQUAL, Gap, Six Sigma, DMAIC, Customer Satisfaction
I. INTRODUCTION
Quality of service is a form of consumer assessment of the level of service received (perceived service)
with the level of service expected (expected service). Increasing the quality of services by a banking company is
a real way to win the competition and retain customers. Quality must start from customer needs and end on
customer perception which in the banking is customer according to Kotler (1994) in Muluk[1]. This means that
a good quality image is not based on a bank's perspective or perception, but on the client's point of view or
perception. The function of sharia banking, in addition to performing the function of collection and distribution
of public funds, is to perform social functions, namely: (1) in the form of baitulmaal institutions receiving zakat,
infaq, alms, grants and other funds to be channeled to zakat management organizations; ) In the form of a
syariah financial institution receiving a money waqf who receives the money waqf and distributes it to the
designated (nazhir) manager. One effort to serve the needs or complaints of customers of Bank Syariah
effectively, it takes customer service that can bridge the customer with the bank service. Customer service
(customer service) is the quality of treatment received by the customer during the business contract with the
company. Good service is a service that is targeted in the sense that it suits the needs and demands of the
customers or customers. Client's expectation to Bank Syariah East Jakarta area, of course have high service
quality. In reality, what customers perceive about the quality of their services is not as customer expectations.
This is indicated by the complaints / complaints of customers. A complaint filed by customers to customer
service can be seen in Table 1. From Table 1 it can be seen that there are several types of complaints, which
leads to customer dissatisfaction with the services of Bank Syariah in East Jakarta area.
Tabel 1.Customer Complaints Data at Bank Syariah East Jakarta areaperiod January - September
2016
No JenisKomplain Jumlah
1 The time of making a regular ATM card is over than 5 (five) working days 49
2 Failed transaction in ATM 8
3 Failed transaction in ATM but was debted 5
4 Failed Transfer to another bank but was debted 5
Source: Bank Syariah in East Jakarta area.
II. DISCUSSION
From the calculation of the gap of each dimension of quality of sharia banking services obtained
information that all dimensions of service quality is not qualified and not satisfactory because of the negative
gap where the perception is lower than customer expectations. This shows that the difference between the
perception and expectations of customers. Clients' expectations should be a reference for the East Jakarta Sharia
Bank to design, produce and deliver services to customers, while customer perception is the customer's
assessment of the services it receives[2].The average value of customer expectations that is 3.85 higher than the
perceived customers of 3.38 on the quality of service in Bank Syariah East Jakarta Region. This causes the gap
to become negative (perception <expectations). The highest gap value is in the reliability dimension with a value
of -1.03. The managerial implications of the customer's assessment result are that the overall quality of the
service should be improved with the priority of service improvements starting from the dimensions of the
poorest quality. From the calculation of the gap obtained the sequence of improvements that begins with
reliability, compliance, empathy, assurance responsiveness and tangibles.
Define Stage
At this stage, formal definitions of process improvement objectives are consistent with customer
demand or needs and company strategy [3]. The stages of the define are as follows:
1. The problem of defects that will be solved by using six sigma method in this research is the time of making
the ATM card exceeds from the standard time of completion that is 5 (five) working days.
2. The purpose of problem solving is to redesign the ATM card-making system at the East Jakarta Regional
Sharia Bank.
3. In this study determined that the input of the concept of six sigma to evaluate the improvement is the time of
completion of the ATM card.
Stage Measure
At this stage, the measurement of the performance of the current process (baseline measurement) can
be compared with the target set. At this stage control charts are made (control chart) and R because the data
obtained are attribute data [4]. Then can be calculated process capability (Cp), defects per million opportunites
(DPMO) and also sigmanya value. The ATM card selected to be the object of this study is just a regular ATM
card named.
Analyze Stage
At this stage will be analyzed obstacles and constraints that occur in companies that have lowered
profits and harm the company. At this stage will be in the analysis system handling customer needs in the
manufacture of ATM cards named new account Bank Syariah. Stage analysis is done with the aid of tools used
in the analysis phase in this research is to use causal diagram or more commonly referred to as fishbone diagram
Pareto Diagram
Pareto Diagrams are created to find or understand the problems or causes that are key to problem solving and
overall comparison. By knowing the dominant causes we will be able to set priorities for improvement.
Improvement in this dominant causal factor will have a greater impact than a meaningless solution.
Stage Improve
This repair stage provides solutions to fix the problems and failures that occur. At this stage the result
of identifying the cause of the problem is used as the basis to provide the necessary concept of improvement. At
this stage of improvement is analyzed proposed improvement of each cause of delay settlement of a regular
ATM card named .
Control Stage
Controlling the process continuously to improve process capability towards the target of six sigma. At
this stage monitoring processes are modified to test that the variables under control remain stable within the
specified limits. Control is performed on each action plan implemented to achieve the expected sigma
improvement target. The responsibility of this step is in black belts. Thus, the control measures will control the
critical value-system characteristics for customers in this case are customer.SOP control and monitoring process
that can be done is as follows:
o Monitoring of customer service quality improvement program with focus of time of making of ATM card is
done by using control tool that is standard operating procedure (SOP) which has been redesigned.
o Monitoring and controlling the implementation of the repair under Supervisor control.
o Conducting Internal Audit on customer service quality improvement program with focus on the time of
making a regular ATM card named. Audit is intended as a tool for monitoring and control. The feedback is
a corrective action.
Limitations of Research
In relation to the various obstacles that researchers face in completing this thesis, especially with regard to
preparation and time available, there are some limitations in this research:
1. The number of samples used in this study is only 50 customers so that it is less representative of the total
number of customers in the Bank Syariah Region East Jakarta.
2. This study measures only 1 gap of 5 gaps contained in the SERVQUAL method, ie the gap between customer
perceptions and customer expectations which is a gap 5 of the gaps model of service quality.
Although in this study there are some limitations, but it does not reduce the meaning of the findings of this
research, especially with the accurate data that became one of the strengths that support the results of this study.
IV. CONCLUSION
Based on the discussion of research can be taken or put forward some conclusions as follows:
1. The average value of client expectations is higher than that perceived by the customer on the quality of service
at Bank Syariah Region East Jakarta. In general there is still a gap between expectations and perceptions among
all dimensions and service attributes in sharia banking.
2. The mapping of importance performance matrix shows that there is one attribute in quadrant B (concentrate
here) that is attribute 8 (reliability) which indicates that the improvement priority is concentrated for attribute 8
in the dimension of reliability.
3. Evaluation of improvement by using Six Sigma concept at the stage of improvement, the Bank of East Jakarta
Region can improve customer service system based on four factors: man, tools, method, and money.
V. SUGGESTION
Based on the results of research and limitations of research that has been submitted earlier, the researchers
suggest several things as follows:
1. Suggestions for improvement of service system quality
The Bank of East Jakarta Regional Bank may take action to improve the customer service system on
handling the ATM card making needs by replacing the ATM card-making system named from the regional
card office head II in moving to the branch office.
2. Advice for further research
A. To measure the quality of service as a whole, it is necessary to measure gaps from service providers (gaps 1)
(gap between customer expectations and management perceptions), gap 2 (the gap between the service
provider's perceptions of customer expectations and service quality specifications), Gap 3 (gap between
service quality specification and service delivery process), and gap 4 (gap between service and external
communication to customer).
B. To classify the desires and needs of customers and evaluate each systematic use of service capabilities in
meeting customer needs, research can be done using Quality Function Development (QFD) method so that
companies can prioritize customer needs, find innovative responses to those needs, and improve the process
Until maximum effectiveness is achieved.
ACKNOWLEDGEMENTS
We may thank you to all parties that support our research and for making this research possible, especially to the
Bank Syariah Region East Jakarta
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